Keda had many issues that were causing problems for their daily operations. First, Keda had a silo-based business model where each of their critical business functions operated separately. They built a culture that was unrestricted and uncontrolled. Non-standardized processes were adapted on the fly and problems were resolved in an unplanned and impromptu manner. Although this culture allowed Keda to achieve “pursuit of perfection” and “endless innovation” in the global market as they mentioned in the case, it also created many issues.
Identical processing tasks were duplicated, which resulted in redundancy and higher costs. Managers were not able to make timely, informed business decisions because there was little information exchanged …show more content…
It would help Keda optimize the use of their key resources and facilities, which should eliminate their production delays and allow them to meet more demand. An ERP system will also be able to support multiple plants and facilities, and managers will finally be able to make informed decisions for the business because they will now have accurate, real-time data to analyze key components of business such as cost, profit, and loss. One of the first things Gartner mentions in the reading is assess your organization’s capability to determine strengths and gaps. Zhu at Keda did this when he developed a comprehensive five-year computerization plan. As part of that plan, he assessed what difficulties the company faced and what problems the company was trying to solve. Gartner also talks about other important criteria when determining if a service provider is the right partner for you such as do they have the right skills in the right locations, what is the vendor’s track record, does the vendor know the industry and can the vendor bring the right intellectual capital to the project? Keda implemented some of the same questions through their vendor selection criteria which included: does the system workflow represent industry best practices and does the vendor have a good track record? In fact, Keda visited existing clients of the …show more content…
Zhu made sure all members of the project had a clear idea of their roles and responsibilities in the project. Furthermore, Zhu created a sense of urgency and priority for the project, which is another step in Kotter’s “Leading Change: Why Transformation Efforts Fail.” The MRP-II system Keda was using didn’t not support multiple facilities and their maintenance support from the vendor had ended. During implementation, Zhu tested the system and trained users at the same time. Keda not only saved time but allowed users to identify potential issues along the way and learn essential skills with the system. End user procedures/operating manuals were also created along the way. Having manuals would help make go live smoother for all users.
Zhu made sure everyone on the project worked as a group. Teamwork was critical to the success of the implementation because it not only started to get people in the mindset of working cross-functionally, but everyone would be able to see how their tasks and responsibilities impacted others and could make decisions collectively that was best for the overall business, not just their
Identical processing tasks were duplicated, which resulted in redundancy and higher costs. Managers were not able to make timely, informed business decisions because there was little information exchanged …show more content…
It would help Keda optimize the use of their key resources and facilities, which should eliminate their production delays and allow them to meet more demand. An ERP system will also be able to support multiple plants and facilities, and managers will finally be able to make informed decisions for the business because they will now have accurate, real-time data to analyze key components of business such as cost, profit, and loss. One of the first things Gartner mentions in the reading is assess your organization’s capability to determine strengths and gaps. Zhu at Keda did this when he developed a comprehensive five-year computerization plan. As part of that plan, he assessed what difficulties the company faced and what problems the company was trying to solve. Gartner also talks about other important criteria when determining if a service provider is the right partner for you such as do they have the right skills in the right locations, what is the vendor’s track record, does the vendor know the industry and can the vendor bring the right intellectual capital to the project? Keda implemented some of the same questions through their vendor selection criteria which included: does the system workflow represent industry best practices and does the vendor have a good track record? In fact, Keda visited existing clients of the …show more content…
Zhu made sure all members of the project had a clear idea of their roles and responsibilities in the project. Furthermore, Zhu created a sense of urgency and priority for the project, which is another step in Kotter’s “Leading Change: Why Transformation Efforts Fail.” The MRP-II system Keda was using didn’t not support multiple facilities and their maintenance support from the vendor had ended. During implementation, Zhu tested the system and trained users at the same time. Keda not only saved time but allowed users to identify potential issues along the way and learn essential skills with the system. End user procedures/operating manuals were also created along the way. Having manuals would help make go live smoother for all users.
Zhu made sure everyone on the project worked as a group. Teamwork was critical to the success of the implementation because it not only started to get people in the mindset of working cross-functionally, but everyone would be able to see how their tasks and responsibilities impacted others and could make decisions collectively that was best for the overall business, not just their